To be a great leader in a small or big organization is an immense responsibility that involves dealing with institutional obstacles and the team of diverse members. However, to be an effective manager implies making a contribution to the team by helping others learn, grow, and take responsibility for the team members (Christensen, 2010). The decisions one makes as a manager reflects character, value and belief systems that correlate with organizational goals, mission as well as employees (Kelley, 1998). Throughout this course, we’ve covered many concepts and strategies that make up a great manager, but there are specific characteristics that I especially found motivating which I can use in my personal and professional development that have to do with effective communication, collaboration, and organizational culture. As a future leader, the very first characteristic that I find imperative in any organization is for a leader to have great communication skills with colleagues and his subordinates. It implies not only proficient verbal or written skills but rather in terms of clarifying the goals, being able to provide a constructive feedback, feedforward and being able to encourage team members to provide input in decision-making processes. As one of the ways of communication, feedback and feedforward can be a resourceful tool that can have valuable effects by stimulating learning, directing certain behavior and improving performance by facilitating to strive towards institutional goals (Belschak, Den Hartog, 2009). As a manager, I’ve learned that it is very important to be able to provide constructive feedback to foster positive behavior and good productivity. These are the ingredients that will help develop trust, a relationship between the team members and the manager, which is the key to successful team collaboration. The establishment of the collaborative team environment is the next aspect that I found necessary in implementing in my professional life. With the help of great communication skills and development of trust that enables team members to speak openly, to resolve conflicts and to find solutions to organizational obstacles; team collaboration helps promote harmony and healthy environment. The role and behavior of each participant affects individuals personally and professionally with reflection on organizational task performance. (Colquitt, Lepine, Wesson, 2013). Therefore, as a manager, I would take appropriate steps by illustrating what kind of conduct is expected of the team members by promoting myself as a mentor. The subordinates, on the other hand, will be expected to demonstrate certain characteristics and behaviors in the promotion of team collaboration and the accomplishment of institutional goals (Flanagan, Runde, 2010). Lastly, while institutional goals, collaboration, and a healthy environment are necessary, another key factor to a successful organization is the creation of organizational culture. The organizational culture involves abiding the rules, norms, and values that shape the attitudes and behavior of its employees (Colquitt, Lepine, Wesson, 2013). Therefore, it serves as a social knowledge amongst the members, which helps shape and reinforces certain attitudes and behaviors by creating regulatory system over employees. As a manager, I’ve learned that such behavior should never be forced, instead, an organizational culture should take its own course where employees learn from the leader and from one another. A manager should have a clear understanding of what’s important and where you want the team in the future, then exert the influence in accomplishing that goal (Hill, Lineback, 2011).
References: Belschak, F. D., & Den Hartog, D. N. (2009). Consequences of positive and negative feedback: The impact on emotions and extra-role behaviors. Applied Psychology: An International Review, 58(2), 274-303. Christensen, C. M. (2010). How will you measure your life? Harvard Business Review, 88(7/8), 46-51. Retrieved from Walden library. Colquitt, J., Lepine, J., & Wesson, M. (2013). Organizational behavior: Improving performance and commitment in the workplace (3rd ed.). New York, NY: McGraw-Hill. (pp. 380-553). Flanagan, T., & Runde, C. (2010). Conflict-competent teams. Sales & Service Excellence, 10(9), 7. Hill, L. A., & Linebck, K. (2011). Are you a good boss or a great one? Harvard Business Review, 89(1/2), 124-131. Retrieved from Walden Library. Kelley, R. E. (1998). In praise of followers. Harvard Business Review, 66(6), 142-148.